This chapter is from the book

This chapter is from the book

Introduction

In the winter of 1999, how was a young high-tech Internet startup, with
version 1.0 of a new B2B application software product, able to gain enough
credibility in the marketplace to attractand do business withits
targeted Fortune 1000 customers?

The answer was threefold. First of all, the business functionality delivered
in version 1.0 had demonstrated demand in the marketplace (which is
discussed in the next section). This at least opened the doors to interested
parties. Second, the client's trust was won by leveraging impeccable early
references created by using an implementation methodology worthy of corporations
that were orders of magnitude larger. Last, eSell
Inc.1 deployed only very senior and skilled professionals on all its implementations.

This paper describes the methods and techniques developed by eSell Inc.,
especially as they pertain to the adaptation and adoption of functional metrics
in their project-implementation processes.

We start off with a brief description of how functional metrics have been
incorporated into the typical project launch process, with an overview of the
major benefits accrued. With success as a backdrop, we describe the atomic parts
of the overall program:

Adaptation of the counting techniques

Creation of an Excel worksheet to support the counting and estimation
process

A project repository used to calibrate the actual estimates of time,
effort, and cost

The team-based process used to collect and verify project data

We then follow this discussion with examples of how functional metrics are
used to support other aspects of the project, including:

Initial sale of the product and project

Project staffing

Project control

Last, we summarize our findings and experiences and pose a final question
concerning the importance of key personnel in sustaining an effective metrics
program.